Weitere Kapitel dieses Buchs durch Wischen aufrufen
In changing times, leaders need to create new ideas and engage their teams in new beginnings. There are certain challenges that organizations face in order to help leaders move forward with new possibilities and choices available to them in VUCA world. By embracing volatile, uncertain, complex, and ambiguous environment and still remaining hopeful involves lot of confidence, positivity, courage, and creativity. This chapter aims to study the two different leadership styles, i.e., transformational and resonant leadership style highly suitable for developing private Indian higher educational institutes as learning organizations in order to survive in VUCA world. It shows the way and indicates about the best leadership style as predictor of learning organization in Indian context. Sample for this study consisted of 150 faculty members from 20 Indian higher educational institutes in National Capital Region, India. It has been found that both the leadership styles, i.e., transformational and resonant significantly impacted the learning organization in VUCA landscape. However, the impact on resonant leadership is higher than that of transformational leadership style to thrive well in VUCA world. Discussions and implications are further highlighted in the chapter.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Antonoaie, N., & Antonoaie, C. (2010). The learning organization. Bulletin of the Transilvania University of Brasov. Series V: Economic Sciences, 3.
Argyris, C., & Schön, D. (1995). Organizational learning: A theory of action perspective, 1978. Massachusetts: Addison-Wesley Publishing Company.
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199–218. CrossRef
Bawany, S. (2016). NextGen Leaders for A VUCA World.
Brahma, S., Macharla, S., Pal, S. P., & Singh, S. K. (2004, December). Fair leader election by randomized voting. In International Conference on Distributed Computing and Internet Technology (pp. 22–31). Berlin, Heidelberg: Springer. CrossRef
Boyatzis, R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston, MA: Harvard Business School Press.
Chawla, S., & Lenka, U. (2012). Role of transformational leaders in developing higher educational institutes as learning organizations-an Indian PERSPECTIVE. Global Journal of Finance and Management, 5(10), 30–33.
Chawla, S., & Lenka, U. (2015). A study on learning organizations in Indian higher educational institutions. Journal of Workplace Learning, 27(2). CrossRef
Choudaha, R. (2013). Social media in international student recruitment. Association of International Education Administrators (AIEA) Issue Brief.
Dhir, S. (2016). Practice-oriented insights on creative problem solving. Journal of Management & Public Policy, 7(2).
Dhir, S., Mahajan, V., & Bhal, K. T. (2016). Himbunkar: Turnaround of a social public sector enterprise. South Asian Journal of Management, 23(4), 175.
Dhir, S., & Mital, A. (2012). Decision-making for mergers and acquisitions: The role of agency issues and behavioral biases. Strategic Change, 21(1–2), 59–69. CrossRef
Goh, S. C. (1998). Toward a learning organization: The strategic building blocks. SAM Advanced Management Journal, 63, 15–22.
Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Essere leader. Bur.
Hallinger, P. (1998). Educational change in Southeast Asia: The challenge of creating learning systems. Journal of Educational Administration, 36(5), 492–509. CrossRef
Hiatt-Michael, D. B. (2001). Schools as learning communities: A vision for organic school reform. School Community Journal, 11(2), 113–127.
Khanra, S., & Dhir, S. (2017). Creating value in small-cap firms by mitigating risks of market volatility. Vision, 21(4), 350–355. CrossRef
Kirby, P. C., Paradise, L. V., & King, M. I. (1992). Extraordinary leaders in education: Understanding transformational leadership. The Journal of Educational Research, 85(5), 303–311. CrossRef
Knight, W. H., & Holen, M. C. (1985). Leadership and the perceived effectiveness of department chairpersons. The Journal of Higher Education, 677–690. CrossRef
Lam, Y. J., Chan, C. M., Pan, H. L. W., & Wei, H. C. P. (2003). Differential developments of Taiwanese schools in organizational learning: Exploration of critical factors. International Journal of Educational Management, 17(6), 262–271.
Lenka, U., & Chawla, S. (2015). Higher educational institutes as learning organizations for employer branding. Industrial and Commercial Training, 47(5). CrossRef
Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), 157–189. CrossRef
McKee, A. (2011). Management: A focus on leaders. London: Pearson Prentice Hall.
Mustafa, S. (2016). Leadership in VUCA World, What do you Need to Thrive?
Northouse, P. G. (2012). Leadership: Theory and practice. Sage Publications.
Sushil. (2010). From future market to future technology and business leader. Global Journal of Flexible Systems Management, 11(3), iii. CrossRef
Tran, V. (1998). The role of the emotional climate in learning organizations. The Learning Organization, 5(2), 99–103. CrossRef
Thekedam, J. S. (2014). Leadership and effective integration of information and communication technology for the age of restructuring. In M. K. Nandakumar, S. Jharkharia, & A. S. Nair (Eds.), Organizational flexibility and competitiveness. Flexible systems management (pp. 153–163). Springer: New Delhi. CrossRef
- Leadership in VUCA Environment
- Springer Singapore
- Chapter 16
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, digitale Transformation/© Maksym Yemelyanov | Fotolia